Distributed agile in the enterprise and virtual spaces 2012-08-16
Transcript of Distributed agile in the enterprise and virtual spaces 2012-08-16
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Melinda Stelzer and Bill Opsal
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Enhancing collaboration in distributed teams Partial collocation and its pitfalls Pushing team performance a step beyond The biggest pain point for distributed teams
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Companies with more than 5k Employees
Deployed Virtual Teams
No Virtual Teams
Employees of companies with more than 5k employees
Work in Virtual Teams
No Virtual Teams
Martins, Gilson and Maynard, 2004
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Thomas J Allen, Managing the Flow of Technology
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Stand up Find someone in the
room you have never met
Walk over to that person (do not speak)
Introduce yourselves to each other and converse for 2 minutes
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Guess what… Find someone else in
the room you have never met
Walk over to that person (do not speak)
Put on a blindfold Introduce yourselves
to each other and converse for 2 minutes
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“A close and harmonious relationship in which the people or groups concerned understand each other's feelings or ideas and communicate well.”*
*Oxford Pocket Dictionary of Current English
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Absence of Trust
Fear of Conflict
Lack of Commitment
Avoidance of Accountability
Inattention to results
Patrick Lencioni, The Five Dysfunctions of a team
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– Stephen M. R. Covey, Author of The Speed of Trust
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Ehsan, Mirza and Ahmad, 2008
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Photo by Hy Crutchett Photo by Tal Atlas Photo by Argonne National Labs Technology Stewardship for Distributed Teams,
John David Smith Distributed Team Collaboration in Organizations: Emerging Tools and Practices, Chapter 10 Photo by Chirstopher Augapfel
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Constellations Tribes Continuum
Fish bowl Six thinking hats
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Collocated Collocated Part Time
Distributed with
Overlapping Work Hours
Distributed with No
Overlapping Work Hours
“The goal in structuring teams should be to minimize pain according to levels of distribution.”
Woodward, Surdek and Ganis, A Practical Guide to Distributed Scrum
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Collaboration is harder with virtual teams ◦ Without face to face contact, rapport
is harder to establish and maintain ◦ Use Video
Participation gets stifled by unequal access ◦ Level the playing field ◦ Be considerate to remote team members
Team building can be done remotely through shared virtual spaces ◦ Get creative!
Large timezone differences are painful! ◦ There is no silver bullet ◦ Look for ways to collocate as much as possible
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Jeff Sutherland and Xebia achieved hyper productivity with distributed teams ◦ XP ◦ Half in Utrecht, half in Gurgaon, India
time difference: 3.5 hours) ◦ Fully collocated initially (5 sprints) ◦ Video meetings (Skype)
Daily stand-up (15 min) Scrum of Scrums Sprint planning (4 hours) Retrospectives (2 hours)
◦ Regular travel ◦ Digital burn-down ◦ Always-open Skype connection ◦ Wiki ◦ Computerized whiteboard (Smart board) ◦ Shared code repository and build system ◦ Project newsletter each sprint
Fully Distributed Scrum: The Secret Sauce for Hyperproductive Offshored Development Teams, Sutherland et al, Agile 2008.
Photo of Utrecht by Chris Sobczak
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